Key takeaways of Volcker and "Loi Bancaire Francaise" implementation

1. Volcker & LBF Implementation
June 2014
Stephanie Baruk sbaruk@chappuishalder.com

2. 2
Volcker & LBF Implementation
Key takeaways
Key Requirements Timeline
 The Volcker Rule, a part of the Dodd‐Frank Wall Street Reform and
Consumer Protection Act, was adopted on December 10, 2013:
 Prohibits banking entities from engaging in short‐term proprietary trading of
securities, derivatives, commodity futures and options on these instruments for
their own account, and provides a list of exemptions to this prohibition
 Prohibits banking entities from owning, sponsoring, or having certain
relationships with “covered funds” (such as hedge funds or private equity funds)
 In the Final Rule, the conformance period has been extended by one
year until July 2015:
 A comprehensive compliance program has to be in place by that date, requiring
enhanced internal controls on trading, full documentation of covered funds
activities and a CEO attestation process
 Depending on the size of U.S. Trading Assets and Liabilities, metrics reporting to
U.S. regulators will be required either in 2015 or 2016
Volcker
 On July 27, 2013, France published its new Law on the Separation and
Regulation of Banking activities:
 Requires credit institutions, financial companies and mixed financial holding
companies of a certain size to ring‐fence proprietary trading activities in ad hoc
subsidiaries
 Creates a new regime for the recovery and resolution of certain banking and
financial institutions
 Enhances the related powers of the ACPR and creates a new organ in charge of
preventing and managing banking crisis situations
French
Banking
Law
Very strong interplay between the Volcker Rule and
the French Banking Law, especially on the
proprietary trading side

3. 3
Volcker & LBF Implementation
Key business and operational impact assessment
Pillar Volcker vs. LBF Key Impacts
Comparable
exemptions for
market making
and hedging
Business
limitation and
segregation
• Inventory all trading desks and assess the impacts of the rule on the products being
traded, hedging strategies, source of revenues, location, etc.
• Identify permitted / exempted activities
• Identify strategic or tactical moves to reshape the business
• Assess exit strategies if need be and associated logistical and operational
implications
Similar metrics
as LBF metrics
are largely
inspired by
Volcker
Metrics reporting
Not required for US trading
assets and liabilities below $10B
• Design the strategy for calculation and reporting of the following metrics:
• Risk and Position Limits and Usage
• Risk Factor Sensitivities
• Value‐at‐Risk (“VaR”) and Stress VaR
• Comprehensive Profit and Loss Attribution
• Inventory Turnover
• Inventory Aging
• Customer‐Facing Trade Ratio
• Additional metrics tailored to the particular strategies and risks of its trading desks
More stringent
requirements
for Volcker
Enhanced
Compliance
Program
• Draft standard and specific policies and procedures (trading desks, risk
management processes, hedging, liquidity, recordkeeping…)
• Set‐up internal controls such as risk limits and quantitative metrics
• Review responsibilities and accountability of the management framework
• Define the process for CEO attestation incl. escalation process
• Perform independent testing of the compliance program
• Provide adequate training to personnel and managers involved
• Create and retain records sufficient to demonstrate compliance

4. 4
Volcker & LBF Implementation
Key Success Factors
What is at stake CH&Cie key differentiating factors
• Set‐up a shared governance covering both
regulations with local relays and strong
communication
• Converge to a homogeneous classification and
level of granularity under Volcker and LBF
• Infrastructure strategy and methodology for
metrics production should be common
Manage Volcker and
LBF as a whole
• Deep knowledge of the two regulations acquired through projects led
for comparable CIBs
• Existing gap analysis between LBF and Volcker and impact assessment
• Presence in France and in the US with local staff working for your CIB in
both locations
• Extensive understanding of Capital Market business, developed from
both project experience and operations
1
• Make the F/O responsive and Market Risk
accountable for the validation of the
classification and quantitative measurements
• Onboard quickly IT teams to launch projects for
the production of missing indicators
• Clear documentation and communication on
what could be timely done or not and associated
remediation actions if needed
Increase awareness
and create a sense of
urgency
• Extensive knowledge of your environment, people and culture,
organization, systems and processes
• Robust program management skills facilitating the syndication of
stakeholders, the delivery in a timely manner and the drafting of the
documentation to the regulators
• Teams with an international background and capable of successfully
managing cultural differences
2
• Perform an accurate data quality assessment to
ensure the relevancy of the indicators
• Find the best way to manage the different levels
of aggregation of indicators to reconcile the data
• Leverage on existing architecture and quickly
identify missing indicators
• Evaluate options for recordkeeping
Start with tactical
solutions
• Ability to provide advice on best practices among comparable
organizations
• Ability to design and implement tactical solutions allowing a timely
response to the regulators
3

5. 5
Volcker & LBF Implementation
Readiness Assessment – What’s next?
• Finalize the calculation of the size of US trading assets and liabilities to identify when metrics reporting and program
compliance standards should begin
• Define the granularity and map trading desks to Volcker and LBF classification
• Compare Volcker and LBF requirements and map activities and products under their respective classification, identify
exemptions
• Design the strategic approach to document and demonstrate the compliance of activities
Business
impact
assessment
1
• Define governance and roles and responsibilities in managing and monitoring the compliance program and reach a global
consensus and buy‐in of the stakeholders
• Formalize the Target Operating Model describing the controls, surveillance, monitoring, testing, strategy, people,
processes and technology needs
• Prepare an analysis of the expected impacts of the rules in terms of revenues, customer relationships, risk profile, costs of
compliance etc.
• Set‐up internal controls, policies and procedures to demonstrate compliance with the rule requirements
Compliance
program
creation
3
• Assess technical, tactical and strategic moves to reshape the business if need be
• Evaluate exit strategies for investments in or transactions with covered funds not under an exemption
• Identify logistical and operational implications of a transfer of activities outside the US
2 Exit strategies
• Identify existing indicators and capabilities that could be leveraged
• Perform a data quality and availability assessment
• Regroup business units into reporting clusters to meet metrics requirements
• Work closely with F/O and Market Risk to develop attribute definitions and calculation methodologies
• Assess technology, resources and budget needs to address the production requirement
Metrics
reporting
strategy
4

6. 6
Appendix: Sample of Credentials
Numerous Regulatory projects led
for your competitors in Europe,
Asia and North America
 Implementation of the Volcker Rule ‐ DFA
 Drafting of a Resolution Plan ‐ DFA
 Implementation of a Trade Repository – DFA
 Creation of an Intermediate Holding Company – DFA
 Impact assessment of clearing requirements – EMIR
 Creation of the Chief Data Officer function – BCBS239
Large span of regulatory expertise
thanks to our Market and
Regulatory watch unit
 A team dedicated to the market and regulatory watch:
• Providing regular updates on new regulations
• Performing cross‐regulation analyses, business and
operational impacts assessment, extraterritoriality analyses,
etc.
• Providing advice on best practices among comparable
organizations

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